
d7ee7caea5fb94f4279fddc4aa410088.ppt
- Количество слайдов: 17
SEA Process Owners Forum 1. 1. 4 CI Management September 13, 2011 1
AGENDA ü 1. 1. 4 CI Mgmt. Process Map üRTC CI Priorities 2011 üCI Resources and Tracking üCI Example: Engineering Process Flow üSummary: Review of 1. 1. 4 CI Mgmt. Process Map 2
1. 1. 4 Continuous Improvement Management Purpose: to prioritize and drive improvement efforts, as well as allocate necessary resources. CONTINUOUS IMPROVEMENT MANAGEMENT Areas Addressed Preparation Prepare the Annual Improvement Plan in 1. 1. 1 Prepare the Quarterly Report Feedback Kaizen schedule Process maturity listing Process Owner reports Master trainers reports SEA Examiner Feedback Collect Data Compile data for each review – secure SEA Quarterly Reporting process feedback Compile process owners and master trainer reports Reviews Conduct reviews and develop action plans Feedback Collect feedback and improve process 1. 1. 5 Quarter Report Action Plans Prioritized Kaizen Schedule Updated Process Owner Listing Champion reports Process Owner reports Master Trainer reports Compile Kaizen and project report outs 1. 1. 4 Continuous Improvement Management Process – How does your organization select improvement priorities and review progress on improvement initiatives? How are process owners, master trainers, and strategic champions included in this process? How are improvement projects and teams selected and given direction? How is a standard problem-solving model deployed throughout the organization? How are recognition and sharing of key learning accomplished? How are process improvement ideas solicited, reviewed, approved, and implemented? How is a high level of workforce participation ensured? How are improvement suggestions recognized? How are suggestions made visible in work areas? 3 3 SEA 2011 All Rights Reserved
Continuous Improvement Priorities 2011 We develop, communicate and publish our annual targets. • Engineering Specialization / Process Flow Dedicated Prototyping / New Parts Resources • Integration of new acquisition’s mfg planning system • NDT Failures (Castings & Forgings) Customer support to improve casting/forging house performance Receiving Inspection / Rejection by lot Aggressive CAR process with casting/forging houses On-site visits • General Mill and Lathe Cell-like disciplines: ü SU – Run – Tear-Down ü Single piece flow without interruption • On-time Delivery of Materials to Cells • Shop Floor: Improved real-time communication system for team leads and support staff • Paperless Processes Manufacturing Orders Financials Accounts Receivable: Invoicing/Payment and Collection QA Files (Job File) Production Sheets • Overtime Accountability 4
Continuous Improvement Opportunities 2011 . . . and pursue additional opportunities. Team Leader accountability for production v. standard Process for closing mfg orders Improve Wash Area Operations buy-in/coordination for delivery date changes PRB parts flow: quick turnaround on MRR dispositions Inspection turnaround times for “courtesy checks” Mfg Order package readiness: tool lists, inspection sheets, inspection tools HRIS – select software package Machine Maintenance visibility / improved unplanned downtime measurement Deburring capability in lathe area Receipt to ISSUE cycle time monitoring Improve parts handling between buildings Cycle Counting – optimize process Reduce shop floor “escapes” to Inspection High Speed Machining – investigate new technologies Printer in Shop (v. QC) Copy machine for QA Optimize shop floor inspection sampling plans Review QA/Engineering buy-offs at MO print Suggestion Box Program Staff Meeting – More Discussion 5
What human resources are available to support CI ? 6
Who owns these processes and are the natural leaders for CI? 7
How do we make activities transparent and accessible to all? Folders on “company” Meeting Agendas 2011 CI Engineering Process Flow -Team Charter - VSM - Agendas / Actions - Reports - Metrics 8
We track our progress. . . 9
. . . and report the results. 10
How do we initiate a CI Project or Kaizen? TEAM CHARTER The Champion uses this form to charter improvement teams. Process Name: Engineering Process Current Process Maturity Level (0 – 5) 0 Champion BJ Process Owner / Team Leader TBD Facilitator / Consultant BJ Team Members S. Smuck, S. Nguyen, F. Reyes, J. Stump, D. Simpson Problem Statement (as it is currently understood, in measurable, fact-based terms) Engineering capacity is one of, if not the, primary constraint to company growth. How can we change the process to reduce the total cycle time for new PN’s from Contract Review Approval through FAI acceptance? Desired State (Measurable Results Desired from the Team’s Efforts) 50% Reduction in Total Cycle Time Start of the Process (what triggers the first step) Contract Review Approval End of the Process (what signals the process is complete) FAI Acceptance (Internal) Project Scope Includes: All PN’s which hit the Readiness Report Excludes: Repeat PN’s which flow directly from Contract Review to MO Release. Requested Improvement Completion Date TBD 11
We develop a VSM for the process to be improved: Contract Review 1 -5 Days 2 -4 Weeks 8 hrs – 40 hrs Mfg Plan 8 hrs – 40 hrs [QC; Cutter / Fixture Design] 1 -2 Weeks Programming 1 -2 Weeks 8 hrs – 80 hrs [Fabrication] Sub-plates by hand; standardize? Special Tooling – long lead; ordered early? 2 wks Tooling Control Plans Release 1 -2 Weeks Lack of feedback to Engineering? Data analysis / ensure good parts Mfg standards – feedback? 1 Day Lead Time: 5 -10 Weeks 12
We envision the future state: Contract Review 1 -5 Days Mfg Plan 2 -4 Weeks Programming 1 -2 Weeks Tooling 1 -2 Weeks Control Plans 1 -2 Weeks Release 1 Day Lead Time: 5 -10 Weeks Contract Review Mfg Plan Programming Tooling Control Plans Final Review & Release Procurement 2 -3 Days 1 -3 Days Lead Time: 3 -5 Weeks 13
We get into the details: BRAINSTORMING PARETO ANALYSIS FISHBONE DIAGRAMS AGENDAS – ACTION ITEMS – PARKING LOT FOLLOW-UP 14
Key Parking Lot Issues (Out of Scope) • QC Cycle time to process FAI • FAI process – – – 1 st time setup on floor Debug programming Refine tooling Adjust operations QC buy-off • Contract Review – what does each reviewer look for? • Gate managing funnel of priorities into Engineering – committee? Individual manager? 15
Fourth – we develop tracking and measurement tools Fifth – we do it and make improvements Sixth – we close out the project - Recognition - Close-out the Team Charter 16
1. 1. 4 Continuous Improvement Management Purpose: to prioritize and drive improvement efforts, as well as allocate necessary resources. CONTINUOUS IMPROVEMENT MANAGEMENT Areas Addressed Preparation Prepare the Annual Improvement Plan in 1. 1. 1 Prepare the Quarterly Report Feedback Kaizen schedule Process maturity listing Process Owner reports Master trainers reports SEA Examiner Feedback Collect Data Compile data for each review – secure SEA Quarterly Reporting process feedback Compile process owners and master trainer reports Reviews Conduct reviews and develop action plans Feedback Collect feedback and improve process 1. 1. 5 Quarter Report Action Plans Prioritized Kaizen Schedule Updated Process Owner Listing Champion reports Process Owner reports Master Trainer reports Compile Kaizen and project report outs 1. 1. 4 Continuous Improvement Management Process – How does your organization select improvement priorities and review progress on improvement initiatives? How are process owners, master trainers, and strategic champions included in this process? How are improvement projects and teams selected and given direction? How is a standard problem-solving model deployed throughout the organization? How are recognition and sharing of key learning accomplished? How are process improvement ideas solicited, reviewed, approved, and implemented? How is a high level of workforce participation ensured? How are improvement suggestions recognized? How are suggestions made visible in work areas? 17 17 SEA 2011 All Rights Reserved